As a preventive dentistry Sergeant assigned to the Adkins Dental Clinic from March 2016 to April 2018, SGT Singleton served in various key positions of the dental clinic ranging from Sterilization to Front Desk. SGT Singleton played a vital role in productivity and been the readiness NCO, allowing Adkins Dental Clinic to maintain a monthly average dental readiness of 97%. He assisted in the scheduling of different assign Unit's from 101 CAB and Sustainment while maintaining the daily work schedule of 8 dental care providers. SGT Singleton actively volunteered to train personnel to attend Sabalauski Air Assault. He trained five DENTAC Soldiers to get physically and mentally tough before the 10-day course. A course which consists of insertion,
Sgt. Wade Bieberdorf was assigned to the Personnel Division on August 24, 2014. Sgt. Bieberdorf was previously assigned to the Personnel Division as a background investigator; therefore he was able to make a smooth transition into his new assignment.
Two days after arriving Wasdin was in for a big lifestyle change and received his first military style “fresh buzz cut.” The lack of discipline and respect among these people had amazed Wasdin. The Company Commander and Wasdin developed a bond, he had the same search and rescue job as an aircrewman that Wasdin had wanted. After Wasdin had finishing almost four weeks of bootcamp, a quarter of the recruits were still having problems. When Wasdin left bootcamp,Wasdin had already had a lot of knowledge. Wasdin had taken the search and rescue screening test. The IT may have helped Wasdin through this test, if not physically, mentally. Wasdin had passed, towards the end of the three month navy boot camp, Wasdin's aircrewman Company Commander told Wasdin to attend aircrew school. “I’ll see you in the fleet,” he had said. Wasdin had passed, it was the best day of Wasdin’s
For training, the author shares the difficult task involved in the training and that went into preparing the American solider for battle in World War I from multiple levels including from Brownies’ perspective. The author gave clear and concise examples to strengthen his claim concerning the overwhelming task of training an inexperienced army. As the Snead explains, “Historians, journalists, and others have written numerous books
The SPCC is targeted to commissioned officers in grades 0-5 (Lieutenant Colonel) or 0-6 (Colonel) who have been centrally selected to command TO&E (Troops, Organization & Equipment) Sustainment Units. This course provides training in modular force operations for newly selected command designees, enabling them to function effectively throughout their command tour. The focus is current and emerging sustainment doctrine and leadership topics for commanders. Training received during the SPCC at Fort Lee is intended to complement the Pre-Command Course (PCC) program of instruction (POI) at Fort Leavenworth, KS; making training consistent at both locations.
...o the students who are in SEAL training, but have not yet completed all 3 phases). The twenty or so men who graduate with stern faces and hardened bodies, show little resemblance to the wide eyed kids who arrived on the quarter-deck six and half months earlier to set sail on the journey of a lifetime. The moment of reflection and rest is short lived though. For now it is off to jump school, then assigned to a Seal team on the East or West Coast. Once on the Seal Team, it becomes clear that training has just begun. From now on they must prove worthy of wearing the coveted “Trident” Naval Warfare emblem. Once at Jump School these determined men will now start learning the proper techniques of jumping out of a perfectly good plane. This is known as Post BUD/s training. This is a thirty-week course that teaches you everything you need to know about war combat, and jumping techniques.
...inical therapy that I have learned throughout the program. As a dental hygiene student I’m already implementing ethical, legal and regulatory concepts for the provision of dental hygiene process of care, and I will utilize this foundation to throughout my career as a professional oral health care provider. In addition, as dental hygienist I will pursue life-long learning to provide client care based decisions using the most current evidence-based research. Thus I pledge to continue to learn and expand my skills and knowledge throughout my career. Graduating from CADH has provided me with great academic knowledge and clinical skills necessary to apply the concepts of health promotion and disease prevention. The experience that I have acquired at CADH will allow me to provide client specific, empathetic, empathetic and suitable treatment to all of my future clients.
Two weeks earlier in the darkness of an early April morning, I stand surrounded by close to three hundred other soldiers, filled with excitement and uncertainty. The air is heavy with the promise of another scorching day with the humidity reaching hundred percent. This day is called Zero Day. This is the day that determines which of the close to three hundred potential candidates get to make up the next class of two hundred Air Assault Students. The day begins early, 0330 to be exact, and with a lot of yelling. Immediately we are instructed to form one mass formation, the yelling continues. The Air Assault Sergeants, otherwise know as Black-shirts because of their distinctive uniform, take command. This is their yard and they make sure each and every one of us understands that. One by one soldiers are called out of ranks to receive their roster number. From this point on I am no longer be known as SGT Nealand, now I am Roster Number 442 or simply 442.
As a young Lance Corporal, my first impression of the NCO’s around the Recon Company was varied. As I got to know the others in my platoon, one started to stand out in my daily interactions, SSGT Moeller. He had just gotten off crutches, after a parachute accident broke his tibia and fibula, sitting on the catwalk icing his ankle. When I asked why he was icing his ankle he told me he had just finished an 8-mile run. Now, this was from an injury that should have caused months of painful rehab before running would have been possible, but here he was, sacrificing personal comforts, trying to get back to mission fitness. His reasoning being, he was scheduled to be the Assistant Team Leader (ATL) on the 13th Marine Expeditionary Unit(MEU) and didn’t want to miss his chance for Afghanistan. It was at this moment that I got my
However, development starts day one with training. Therefore, the Soldiers have to be experts who have assumed the character and identity of the profession; professionalism in Soldiers enables them to perform their duties with lots of motivation and inspiration. For example, 42A - The Human Resources (HR) Sergeant supervises, performs personnel and administrative functions in support of company, battery, and troop; detachments at division, corps, and echelons above corps must master their skill level in an effort to be a subject matter expert in their profession. The functions of Human Resource support four fundamental competencies: Man the Force (ex. Strength reporting), Provide HR Services (ex. Postal operations), Coordinate Personnel Support (ex. Morale, welfare, and Recreation), and Conduct HR Planning and Operations (ex. Planning and operations) in which a HR personnel must accomplish to support the mission. As a result, a professional Soldier should meet very high standards of a profession, for example character, competence, expertise and morality to fulfil their HR role. These standards are attained through rigorous training, development, and educating the Soldiers on how to serve the nation and the constitution as professionals. After nine years of war, which erupted from 9/11 we assess the attributes
This piece serves to describe acquired PL499 course concepts and their relevance to my project team and the West Point Leader Development System (WPLDS).... ... middle of paper ... ... Even though the external consequences of breaking trust (perhaps by not completing my interviews on time like I said I would) are not as severe as breaking trust in combat, establishing the pattern at West Point that it is acceptable to fall short on commitments when they are “not important” is a terrible habit.
1. The Philippine Military Academy, as a premiere military institution in the Southeast Asia, bears the task of producing quality military officers and efficient leaders for the Philippine government. As such, the recruitment of cadets for the academy is no simple endeavour. Cadet applicants are screened and subjected to several recruitment requirements to determine their suitability for the academy. More often they are referred to as the “cream of the crop.”
After America was brought into the Second World War, The 82nd Infantry Division was reactivated back into the United States Army under the command of General Omar N. Bradley. With this division being reactivated meant there was many untrained and unexperienced men in this infantry division. Most of the soldiers volunteered after the bombing of Pearl Harbor. All of the paratroopers were volunteers. Bradley taught these men how to use a gun, conditioned these men to run for long periods of time, and made all these men muscularly stronger. By August 1942 the 82nd...
Throughout Captain Geis’ career, he has been able to diversify his practice throughout the many positions that the Army has had available. Positions such as Division Social Worker allowed him to focus on the treatment of soldiers and their families. His current role as Chief of Social Work and Consultant to the Surgeon General of the Army affords him the maneuverability to push concepts that may be utilized across the military in support of prevention and treatment of behavioral health.
As our forefathers before us stated, ‘‘No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army (“The NCO Creed written by SFC Earle Brigham and Jimmie Jakes Sr”). These words to the Noncommissioned Officer should inspire us to the fullest with pride, honor, and integrity. The NCO creed should mean much more than just words whenever we attend an NCO’s school.
Erik Peterson faced a number of challenging situations with Jeff Hardy, a high level employee with CelluComm, the parent company of GMCT. At first we see an awkward relationship with Jeff Hardy whom Peterson had been assigned to work under by Ric Jenkins, partly due to the lack of concrete relationship guidelines between the two (Sami, 2013). Hardy had very little operational experience, and Peterson felt that he was unable to receive constructive guidance from Hardy. As a subordinate to Hardy, Peterson should have instead attempted to resolve this problem early on as it was a critical relationship within the GMCT Company. Consulting Hardy by letting him know of his concerns would have been a more efficient and respectful manner in handling the situation. This relationship building would also have been integral in facing the Peterson-Hardy communication issues with respect to the local municipalities and fire department. Operant Learning Theory (Johns & Saks, 2014, p.54) suggests that as a result of this negative consequence Peterson should be able to improve his interpersonal skills specifically with superiors within the organization moving forward. As a subordinate to Hardy, Peterson should have instead attempted to resolve this problem early on as it was a critical relationship within the GMCT Company.